The Role of Management Practices in Closing the Productivity Gap

There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (om) and Human Resource Management (hrm) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms

Enhancing productivity: the role of management practices

There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (OM) and Human Resource Management (HRM) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms

Enhancing productivity: the role of management practices

There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (OM) and Human Resource Management (HRM) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms

The role of management practices in closing the productivity gap

There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of managementpractices have on productivity at different levels of analysis. We focus our review on OperationsManagement (OM) and Human Resource Management (HRM) practices as well as joint applications ofthese practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Somestudies have found a positive relationship between the adoption of management practices andproductivity, some negative and some no association whatsoever. We believe that the lack of universalconsensus on the effect of the adoption of complementary management practices might be driven eitherby measurement issues or by the level of analysis. Consequently, there is a need for further research. Inparticular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level ofanalysis in order to assess the impact of management practices upon the productivity of firms

Mi pueblo, mi escuela : escenarios pedagógicos acogedores para indagar. Sistematización de la experiencia de la I.E. 18140 “Divino Niño Jesús”, Chocta - Luya, Amazonas

El aprendizaje por indagación exige la articulación de la escuela con el entorno y con la comunidad, lo cual incentiva un razonamiento que parte de las observaciones del medio que los rodea. Recursos básicos para ello podrían ser la televisión, el Internet, los documentos, las conversaciones con personas ligadas a algún oficio, las iglesias, las instituciones, la chacra, etc. Dichos escenarios permiten a los estudiantes construir sus aprendizajes de manera creativa, mediante preguntas retadoras que despierten la curiosidad. Esta interrelación entre la escuela, el entorno y la misma comunidad genera fuertes sinergias que se deben aprovechar para el aprendizaje. Dicho encuentro es importante porque permite capitalizar el conocimiento empírico como una herramienta de desarrollo humano y social, lo cual es posible con el poder de la indagación, entendiendo que se trata de “un proceso que se da en el pensamiento humano desde las primeras etapas de su desarrollo. El niño pequeño que tantea tratando de averiguar a dónde fue a parar la pelota, está haciendo inferencias mediante la indagación” (Camacho, Casilla & Finol de Franco, 2008, p. 287). En este sentido, se trata de comprender que el pensamiento humano se inicia cuando el hombre empieza a explicarse de manera autónoma. La búsqueda de la verdad es una actividad humana y social que conduce a las personas a entender no solo el poder del conocimiento, sino que el hombre es consciente que si no indaga puede quedarse en la ignorancia, más aún en un contexto de constante generación de datos e información, que requieren de personas capaces de utilizarla de manera eficaz. En esta línea, se define que el entorno sirve para el aprendizaje y, con ello, el desarrollo humano se configura desde la misma indagación. El proyecto de la Institución Educativa denominado “Mi pueblo, mi escuela: Escenarios pedagógicos acogedores para indagar” nace con la finalidad de construir un currículo pertinente y liberador para lograr aprendizajes significativos y en estrecha concordancia con el Currículo Nacional de Educación Básica (CNEB). Además, busca que los docentes incorporen el enfoque por competencias mediante estrategias metodológicas en su práctica pedagógica. Asimismo, se busca implementar ambientes saludables y acogedores para afianzar las buenas prácticas ambientales. El proyecto pretende desarrollar competencias y lograr aprendizajes significativos vinculados a la problemática de la comunidad a través de la indagación en los escenarios pedagógicos. Este concepto tiene dos dimensiones importantes como son la autenticidad y la evaluación. Según la primera, la indagación emana de una pregunta, cuestión o problema que provee oportunidades para crear o producir conocimiento. De acuerdo con la segunda, la evaluación es continua, provee de retroalimentación descriptiva y oportuna, y además permite que los estudiantes reflexionen sobre su aprendizaje al utilizar criterios claros que ellos mismos han ayudado a establecer. Asimismo, en el aprendizaje por indagación se plantea desarrollar aprendizajes vivenciales en escenarios pedagógicos, objetivo central del proyecto de innovación “Mi pueblo, mi escuela”. Estos escenarios son utilizados por los docentes como recursos pedagógicos y se incorporan en la planificación curricular, estrategias innovadoras vivenciales para el proceso de aprendizaje por competencias de los estudiantes, quienes, por descubrimiento, van implementando el enfoque de indagación como eje transversal para el desarrollo de competencias. De esta manera, los estudiantes, desde los tres años del nivel inicial hasta el sexto grado del nivel primario, aprovechan los espacios educativos y con el acompañamiento del docente desarrollan experiencias vivenciales a partir de situaciones reales y retadoras relacionadas con la construcción del conocimiento en todas las áreas del currículo. Además, se desarrollan actitudes positivas en los estudiantes como el cumplimiento de responsabilidades, trabajo en equipo, estímulo de su curiosidad, cuidado de la naturaleza y la creatividad para la búsqueda de soluciones a los problemas ambientales de su escuela y comunidad

The role of management practices in closing the productivity gap

There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (OM) and Human Resource Management (HRM) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms

The role of management practices in closing the productivity gap

There is no doubt that management practices are linked to the productivity and performance of a company. However, research findings are mixed. This paper provides a multi-disciplinary review of the current evidence of such a relationship and offers suggestions for further exploration. We provide an extensive review of the literature in terms of research findings from studies that have been trying to measure and understand the impact that individual management practices and clusters of management practices have on productivity at different levels of analysis. We focus our review on Operations Management (OM) and Human Resource Management (HRM) practices as well as joint applications of these practices. In conclusion, we can say that taken as a whole, the research findings are equivocal. Some studies have found a positive relationship between the adoption of management practices and productivity, some negative and some no association whatsoever. We believe that the lack of universal consensus on the effect of the adoption of complementary management practices might be driven either by measurement issues or by the level of analysis. Consequently, there is a need for further research. In particular, for a multi-level approach from the lowest possible level of aggregation up to the firm-level of analysis in order to assess the impact of management practices upon the productivity of firms

Conflation of expert and crowd reference data to validate global binary thematic maps

With the unprecedented availability of satellite data and the rise of global binary maps, the collection of shared reference data sets should be fostered to allow systematic product benchmarking and validation. Authoritative global reference data are generally collected by experts with regional knowledge through photo-interpretation. During the last decade, crowdsourcing has emerged as an attractive alternative for rapid and relatively cheap data collection, beckoning the increasingly relevant question: can these two data sources be combined to validate thematic maps? In this article, we compared expert and crowd data and assessed their relative agreement for cropland identification, a land cover class often reported as difficult to map. Results indicate that observations from experts and volunteers could be partially conflated provided that several consistency checks are performed. We propose that conflation, i.e., replacement and augmentation of expert observations by crowdsourced observations, should be carried out both at the sampling and data analytics levels. The latter allows to evaluate the reliability of crowdsourced observations and to decide whether they should be conflated or discarded. We demonstrate that the standard deviation of crowdsourced contributions is a simple yet robust indicator of reliability which can effectively inform conflation. Following this criterion, we found that 70% of the expert observations could be crowdsourced with little to no effect on accuracy estimates, allowing a strategic reallocation of the spared expert effort to increase the reliability of the remaining 30% at no additional cost. Finally, we provide a collection of evidence-based recommendations for future hybrid reference data collection campaigns.JRC.D.5-Food Securit